The relationship between gender diversity and corporate profitability : the top 100 companies on the JSE Ltd
- Authors: Lehobo, Lineo
- Date: 2012-11-06
- Subjects: Corporate profits , Diversity in the workplace , Gender diversity , Women executives , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:7364 , http://hdl.handle.net/10210/8120
- Description: M.Comm. , Although there has been some improvement over the last decade, the representation of women on corporate boards in many countries, including South Africa, is still alarmingly low. In the quest for gender equality in top corporate ranks and for better corporate governance, legislators and institutional investors have both called for greater diversity on corporate boards. This study determines whether the desired increase in gender diversity on boards, measured as the proportion of women on the board, is linked to greater corporate profitability, in an attempt to establish if there is any justification for appointing women to the board on the grounds of firm financial profitability. The study uses the Top 100 companies listed on the JSE to examine the nature of the relationship between board gender diversity and corporate profitability, for the period 2004 to 2008. Findings from correlation and regression analyses both portray a positive association between gender diversity in the boardroom and corporate profitability, but a negative association for gender diversity in the executive suite. Industry comparative analysis also shows that, on average, companies with one or more female directors outperform other companies on all three measures of profitability: return on assets, return on equity, and return on sales, whereas companies with one or more female executives show lower average profitability. Therefore, the study can advocate the appointment and inclusion of women on corporate boards from a financial or company profitability perspective, but it cannot do the same for female executives. Key words Gender diversity, corporate profitability, gender equality, corporate governance, board of directors
- Full Text:
- Authors: Lehobo, Lineo
- Date: 2012-11-06
- Subjects: Corporate profits , Diversity in the workplace , Gender diversity , Women executives , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:7364 , http://hdl.handle.net/10210/8120
- Description: M.Comm. , Although there has been some improvement over the last decade, the representation of women on corporate boards in many countries, including South Africa, is still alarmingly low. In the quest for gender equality in top corporate ranks and for better corporate governance, legislators and institutional investors have both called for greater diversity on corporate boards. This study determines whether the desired increase in gender diversity on boards, measured as the proportion of women on the board, is linked to greater corporate profitability, in an attempt to establish if there is any justification for appointing women to the board on the grounds of firm financial profitability. The study uses the Top 100 companies listed on the JSE to examine the nature of the relationship between board gender diversity and corporate profitability, for the period 2004 to 2008. Findings from correlation and regression analyses both portray a positive association between gender diversity in the boardroom and corporate profitability, but a negative association for gender diversity in the executive suite. Industry comparative analysis also shows that, on average, companies with one or more female directors outperform other companies on all three measures of profitability: return on assets, return on equity, and return on sales, whereas companies with one or more female executives show lower average profitability. Therefore, the study can advocate the appointment and inclusion of women on corporate boards from a financial or company profitability perspective, but it cannot do the same for female executives. Key words Gender diversity, corporate profitability, gender equality, corporate governance, board of directors
- Full Text:
Creating a dynamic organisational climate for a financial sector company
- Authors: Hattingh, Johannes Hendrik
- Date: 2012-01-24
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1946 , http://hdl.handle.net/10210/4305
- Description: M.Comm.
- Full Text:
- Authors: Hattingh, Johannes Hendrik
- Date: 2012-01-24
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1946 , http://hdl.handle.net/10210/4305
- Description: M.Comm.
- Full Text:
Black employees' views on organisational culture : a theoretical study
- Authors: Mkasi, Musa Wisdom
- Date: 2012-08-27
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:3235 , http://hdl.handle.net/10210/6645
- Description: M.Comm. , Organisational culture is one of the most essential ingredients of every organisation and yet most of the misapplied in organisations in South Africa. It drives the organisations to be relevant or irrelevant to their society/ies where they establish themselves; and influence the human resources favourably or unfavourably towards job satisfaction or job dissatisfaction. The productivity of every organisation depends heavily on the role that the human resources play. There is therefore good correspondence between satisfied employees and good productivity; dissatisfied employees and poor productivity; productive company and progressive cultures, which enhance everybody such as Ubuntu. This study judges from a theoretical perspective the relevance of organisational culture and its influence to organisational strategy. It highlights to organisations that culture is paramount to all the activities of the organisations, involving the organisations, the employees, and the society. Organisations cannot avoid cultural connotations, as they can place the organisation favourably or unfavourably to the society; and can cause dissatisfaction or satisfaction to the employees. When an organisation satisfies its customers and is deemed favourable, it goes without saying that it will be a productive and successful organisation. The responsibility to introduce a progressive organisational culture involves the government, employers, employees, trade unions and the society. The government has already institutionalised labour relations Acts, affirmative Act, Skills development Act, new tendering Act to promote equity and force organisations in South Africa, which outlaw discrimination, promote equity and force organisations in South Africa to change their culture. These Acts are accompanied by sanctions, which must be meted to all defaulting organisations. However, employers face a daunting challenge to drive their organisations in manners that will ensure that there is empowerment of all the disadvantaged groups; their organisations to adapt to new South Africa and promote job satisfaction, if their organisations are to be productive.
- Full Text:
- Authors: Mkasi, Musa Wisdom
- Date: 2012-08-27
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:3235 , http://hdl.handle.net/10210/6645
- Description: M.Comm. , Organisational culture is one of the most essential ingredients of every organisation and yet most of the misapplied in organisations in South Africa. It drives the organisations to be relevant or irrelevant to their society/ies where they establish themselves; and influence the human resources favourably or unfavourably towards job satisfaction or job dissatisfaction. The productivity of every organisation depends heavily on the role that the human resources play. There is therefore good correspondence between satisfied employees and good productivity; dissatisfied employees and poor productivity; productive company and progressive cultures, which enhance everybody such as Ubuntu. This study judges from a theoretical perspective the relevance of organisational culture and its influence to organisational strategy. It highlights to organisations that culture is paramount to all the activities of the organisations, involving the organisations, the employees, and the society. Organisations cannot avoid cultural connotations, as they can place the organisation favourably or unfavourably to the society; and can cause dissatisfaction or satisfaction to the employees. When an organisation satisfies its customers and is deemed favourable, it goes without saying that it will be a productive and successful organisation. The responsibility to introduce a progressive organisational culture involves the government, employers, employees, trade unions and the society. The government has already institutionalised labour relations Acts, affirmative Act, Skills development Act, new tendering Act to promote equity and force organisations in South Africa, which outlaw discrimination, promote equity and force organisations in South Africa to change their culture. These Acts are accompanied by sanctions, which must be meted to all defaulting organisations. However, employers face a daunting challenge to drive their organisations in manners that will ensure that there is empowerment of all the disadvantaged groups; their organisations to adapt to new South Africa and promote job satisfaction, if their organisations are to be productive.
- Full Text:
The effect of change management on corporate culture
- Authors: Viljoen, David Jacobus
- Date: 2012-08-28
- Subjects: Organizational change -- Management , Corporate culture
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/390280 , uj:3323 , http://hdl.handle.net/10210/6725
- Description: M.Comm. , This chapter addresses the issues of the changing nature of change, the significant changes and challenges organisations will have to deal with in the new world, and the effect of these changes on the way organisational change will have to be managed in the future. The purpose of this theoretical assessment of change, organisational change and managing organisational change was to institute the rationale why it is important for managers and leaders, of today and tomorrow, to reassess their roles in the dramatic changes their organisations are experiencing. The section on change reveals that the nature of change has changed again, but this time, more drastically than ever experienced before in the world. The changes the world experienced since the mid-nineties are not just exponentially bigger than those of the past, it is also escalating at a much higher rates than ever before. The main reason for this continuous growing change follows from the changes in the forces that drive these changes. The increasing pace of technological development, communication and globalisation are constantly creating new world markets that provide ample new opportunities for businesses but at the same time creating a highly complex and competitive business environment. The section on organisational change indicates that these changes in the business environment force organisations to reassess their positions in the markets. Local boundaries and protection are disappearing quickly and more multinationals are appearing in the world markets. Competition is escalating, competitive advantages are disappearing, products and services becomes obsolete, innovation is the new game, stability disappears, and the people and not the leaders becomes the drivers of the new organisations. The nature of these change, forces organisations to implement major changes, in fact, too totally reinvent all aspects of the organisation, leadership, management, structure, processes, and corporate culture. The last section of the chapter, which looked at the managing of organisational change indicate that managing these major organisational changes has become the biggest challenge ever for the leaders and managers of organisations. The old well established change management methods and processes proofs to be insufficient to deal with the new challenges. Change has to happen quickly and continuously, leaving no time for well-planned incremental change processes. Integrated change management methods and processes that could drive structural, business processes and corporate culture changes at the same time needs to be designed and implemented. Most importantly, the organisation needs change process that could change its corporate culture as quickly as it change its structure and business processes. This chapter also emphasis the need to provide the organisations, leaders, and managers with insight into the nature and importance of their corporate cultures in these major change, since it is the people of the organisation that will drive the implementation of these changes. Chapter 3 deals extensively with the role of corporate culture in the change process.
- Full Text:
- Authors: Viljoen, David Jacobus
- Date: 2012-08-28
- Subjects: Organizational change -- Management , Corporate culture
- Type: Mini-Dissertation
- Identifier: http://ujcontent.uj.ac.za8080/10210/390280 , uj:3323 , http://hdl.handle.net/10210/6725
- Description: M.Comm. , This chapter addresses the issues of the changing nature of change, the significant changes and challenges organisations will have to deal with in the new world, and the effect of these changes on the way organisational change will have to be managed in the future. The purpose of this theoretical assessment of change, organisational change and managing organisational change was to institute the rationale why it is important for managers and leaders, of today and tomorrow, to reassess their roles in the dramatic changes their organisations are experiencing. The section on change reveals that the nature of change has changed again, but this time, more drastically than ever experienced before in the world. The changes the world experienced since the mid-nineties are not just exponentially bigger than those of the past, it is also escalating at a much higher rates than ever before. The main reason for this continuous growing change follows from the changes in the forces that drive these changes. The increasing pace of technological development, communication and globalisation are constantly creating new world markets that provide ample new opportunities for businesses but at the same time creating a highly complex and competitive business environment. The section on organisational change indicates that these changes in the business environment force organisations to reassess their positions in the markets. Local boundaries and protection are disappearing quickly and more multinationals are appearing in the world markets. Competition is escalating, competitive advantages are disappearing, products and services becomes obsolete, innovation is the new game, stability disappears, and the people and not the leaders becomes the drivers of the new organisations. The nature of these change, forces organisations to implement major changes, in fact, too totally reinvent all aspects of the organisation, leadership, management, structure, processes, and corporate culture. The last section of the chapter, which looked at the managing of organisational change indicate that managing these major organisational changes has become the biggest challenge ever for the leaders and managers of organisations. The old well established change management methods and processes proofs to be insufficient to deal with the new challenges. Change has to happen quickly and continuously, leaving no time for well-planned incremental change processes. Integrated change management methods and processes that could drive structural, business processes and corporate culture changes at the same time needs to be designed and implemented. Most importantly, the organisation needs change process that could change its corporate culture as quickly as it change its structure and business processes. This chapter also emphasis the need to provide the organisations, leaders, and managers with insight into the nature and importance of their corporate cultures in these major change, since it is the people of the organisation that will drive the implementation of these changes. Chapter 3 deals extensively with the role of corporate culture in the change process.
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The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
- Full Text:
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-08-13
- Subjects: Leadership. , Human capital. , Corporate culture , Strategic planning. , Business ethics. , Corporate governance.
- Type: Mini-Dissertation
- Identifier: uj:9128 , http://hdl.handle.net/10210/5584
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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Mentorship as management tool in the modern organisation
- Authors: Muller, Hendrik Josephus
- Date: 2012-08-15
- Subjects: Mentoring in business , Corporate culture , Mentorship
- Type: Mini-Dissertation
- Identifier: uj:9326 , http://hdl.handle.net/10210/5766
- Description: M.Comm. , The face of the modern organisation has changed. We are truly entering a global economy. This is evident from the mobility of the workforces in the South African organisation. In the course of this study, theory is directed to ensure that information within the organisation is preserved. The aim is to investigate the concept of mentorship and how it can be utilised to ensure that information is retained by the organisation. Finally, in having formed the holistic view of mentorship and the structure of a formal mentorship programme, the implementation of such a programme is discussed. Recommendations will then be put forward on how management should go about in implementing such a mentorship programme to ensure that it is to the benefit of the organisation.
- Full Text:
- Authors: Muller, Hendrik Josephus
- Date: 2012-08-15
- Subjects: Mentoring in business , Corporate culture , Mentorship
- Type: Mini-Dissertation
- Identifier: uj:9326 , http://hdl.handle.net/10210/5766
- Description: M.Comm. , The face of the modern organisation has changed. We are truly entering a global economy. This is evident from the mobility of the workforces in the South African organisation. In the course of this study, theory is directed to ensure that information within the organisation is preserved. The aim is to investigate the concept of mentorship and how it can be utilised to ensure that information is retained by the organisation. Finally, in having formed the holistic view of mentorship and the structure of a formal mentorship programme, the implementation of such a programme is discussed. Recommendations will then be put forward on how management should go about in implementing such a mentorship programme to ensure that it is to the benefit of the organisation.
- Full Text:
The influence of educator attitudes on whole school development
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
- Authors: Andraos, Alexis
- Date: 2010-11-17T07:20:17Z
- Subjects: School improvement programs , Educational change , Teachers , Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:6985 , http://hdl.handle.net/10210/3492
- Description: M.Ed. , The central focus of this inquiry hinges on the notion that, within the context of school improvement initiatives, the nature of the organizational culture of the school cannot be overlooked as it has profound consequences for both stability and change (Finnan & Levin in Altrichter & Elliot, 2000: 93). This inquiry further proposes that if educational psychology is to succeed in establishing a more progressive identity, greater emphasis needs to be placed on its contribution to the management and psychology of schooling (Sharrat, 1995: 212). This study was borne out of my personal experience as an educator where it seemed increasingly apparent that the attitudes of my colleagues did not succeed in contributing positively to the improvement of the school as an organizational whole. This was evident in their reactive, often inconsistent approach towards discipline; poor motivation; late arrivals; regular absenteeism; lack of commitment; feelings of frustration as well as a sense of inevitability about the status quo. These factors seemed to playa critical role in the general ethos and cultural identity of the school. In light of the aforementioned, I chose to conduct an ethnographic inquiry at the school where I became submerged in the culture of the school for a period of approximately four years (February 1998 to December 2001). In keeping with the principles of ethnographic research, the overarching purpose of this study has been defined by its underlying concern with cultural interpretation (Wolcott, 1999: 67 -68). It has embodied an educational-autobiographical dimension and has taken the combined form of a realist-confessional tale. The data collection techniques utilised have included fieldwork; participant observation; semi-structured group interviews; incomplete sentences questionnaires; graphic representations of the school emblem and representation of the field by means of photographs. The participants comprised 27 secondary school educators. The findings indicate that a link exists between the attitudes of educators and a school's capacity for improvement. Moreover one crucial observation was made, namely that where the organisational culture of a school is anomic or entropic in nature the school's capacity for improvement is limited. This appears to be exacerbated by a negative identity, a poor culture of teaching and learning, and a lack of effectual executive leadership. These factors evidently give rise to an absence of a culture of collaboration, disciplinary difficulties and a poor quality of working life within the organisational whole of the school. The findings further suggest additional notable issues for consideration in -relation to the role the educational psychologist should play in the planning of whole school intervention strategies.
- Full Text:
The importance of effective strategic leadership in organisations
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
- Full Text:
- Authors: Van Eeden, Cornelia Maria
- Date: 2012-09-06
- Subjects: Leadership , Human capital , Corporate culture , Strategic planning , Business ethics , Corporate governance
- Type: Mini-Dissertation
- Identifier: uj:9666 , http://hdl.handle.net/10210/7081
- Description: M.Comm. , This research is intended to describe the elements that underline and compromise strategic leadership. Having strategic leaders with substantive expertise in the firm's core functions and businesses is important to the effectiveness of a management team. A heterogenic management team is associated positively with innovation and strategic change and may force them to "think outside of the box" (Hitt et al.,2001:493). Key elements of strategic leadership is used to identify weaknesses and strengths within the organisation and explored. The type of effective strategic leadership that results in the successful implementation of strategies is exemplified by developing human capital through training to establish a strategic direction, fostering an effective culture, exploiting core competencies, using effective organisational control systems and establish ethical practices (Hitt et al., 2001: 509).
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Internal marketing and its role in the corporate brand of a tertiary educational institution
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
- Full Text:
- Authors: Botha, Monray Marsellus
- Date: 2012-06-06
- Subjects: Marketing , Corporate culture , Branding (Marketing) , Marketing management , Corporate image , Branding
- Type: Mini-Dissertation
- Identifier: uj:2533 , http://hdl.handle.net/10210/4988
- Description: M.Comm. , Institutional changes at tertiary educational institutions are an example of change that followed the first democratic elections in 1994. On 31 May 2002, a merger that formed part of the higher education landscape restructuring undertaken by the Department of Education was initiated. The merger entailed that the Technikon Witwatersrand (TWR), the Rand Afrikaans University (RAU) as well as two Vista University campuses situated in Soweto and East Rand merge as one new academic institution. The University of Johannesburg (UJ) was established on 1 December 2005 with over 40 000 full-time students and 2 700 permanent employees. This merger was as a result of the National Plan for Higher Education. Owing to the merger, the UJ had to undertake a major change management initiative. There is a perception that, although the UJ has established its corporate brand, employees are not familiar with the vision, mission and strategic goals set by the corporate brand. Some employees, especially those previously employed by the pre-merger institutions, still refer to these institutions and do not refer to the post-merger institution when they communicate with each other and people from outside. An exploratory research approach using both qualitative and quantitative research was followed in this study. The sample constituted 81 respondents who filled in the computerised questionnaire. The questionnaire consisted of two sections. Section A covered the demographics of the respondents and section B consisted of 37 close-ended questions and three open-ended questions. From the research it is clear that the UJ in fact established this new brand, but that more should be done with regard to proper internalising of the brand. The role of employees in the promotion of the brand and service quality should be revaluated by the UJ in order to overcome the problems currently perceived by employees.
- Full Text:
Cultural integration : the aftermath of a merger between Gallo TV (Pty) Ltd and Nu Metro Home Entertainment
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
- Full Text:
- Authors: Ischner, Fay Amanda
- Date: 2012-01-25
- Subjects: Organizational change management , Corporate culture , Consolidation and merger of corporations management
- Type: Mini-Dissertation
- Identifier: uj:1959 , http://hdl.handle.net/10210/4317
- Description: M.Comm. , The majority of mergers and acquisitions result in loss of value or failure, with the main reason for this failure cited as lack of attention to the cultural differences between the businesses and an effective integration strategy. A critical component of the integration process must be change management, although there is little or no reference to change management processes in the literature on mergers and acquisitions. This study encompasses a literature review of the merger process with particular attention to the integration process, organisational culture and change management. This is followed by a review of a South African case study in the entertainment industry, which clearly illustrates the dangers of the lack of cultural due diligence and attention to the integration of the two cultures. Throughout the case study review it is apparent that the change in environment and culture was resisted by all concerned, with one of the most highlighted areas lacking being communication. After the merger was completed and the acquired company reached rock bottom from a staff morale and performance perspective, management of Nu Metro became integrally involved and began to actively integrate the businesses. Through communication and participative involvement, this has been achieved to a degree. This case review is then supported by research into the current state of the business through the eyes of the staff of both entities, GTV and Nu Metro Home Entertainment. The results of the qualitative and quantitative research will direct the final efforts to integrating the business and highlight the gaps within the business between what is preferred and observed in the organisational culture overall. From this case study, the research and the literature review, it can be induced that further research into the value of change management processes as applied to the merger integration process would be of merit. The case clearly shows that the change as forced upon the businesses through the merger was not well received by either business unit and the resistance went a long way to almost destroying the acquired business in totality. Through communication, a clear vision and strategy, participation and continued re-evaluation, some of the elements of a change strategy are clearly implemented towards the successful turn around and integration of GTV and Nu Metro Home Entertainment. The study makes suggestions for further steps toward integration and recommends future research into the application of change management techniques in the merger integration process. "Change leaders create "wave after wave of change until the vision is a reality"': (J. Bennett, The Sunday Times Careers, 20 October 2002: 2).
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Digital native : an ethnographic study of a small IT company in Johannesburg
- Authors: Alli, Tasnim
- Date: 2011-12-06
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1771 , http://hdl.handle.net/10210/4137
- Description: M.A. , In a busy office park in Rivonia, a small IT company goes about its daily business. The office of The Matrix is found on a quiet street, occupying one floor of a two story office block. The Matrix has 27 employees, and has been in business for eight years, much longer than what was expected from a small IT company. As the kettle boils and the keyboards click to the background noises of ringing telephones, business seems to come alive through the interactions of people known as employees once they enter the building. In The Matrix, the relationship between professional and personal spaces, and identities, are intertwined and negotiated within and through space and objects. Relationships between the employees were emphasised, as employees were encouraged to think of themselves as family to each other. These kinship bonds and relationships were created through rituals and played an important role when it came to the negotiation between the different ideologies that were at constant play within the company. These relationships and bonds were used to stabilise the switching between a hierarchal structure and an egalitarian culture, the business and information technological outlooks, as well as to serve as an anchor in the change from leadership to management. This duality of notions added to the company’s organisational culture, creating a unique pattern of events and processes that was specific to The Matrix. The organisational history and culture found itself being re-written due to the changes that occurred within management. The family started “dying” as a more corporate image was being sought after in an attempt to make more money. Personal issues amongst employees affected their work performances and output levels. As the two intertwined in this ethnography, Business appeared to be not just business. Personal lives not only entered the professional sphere but professional lives become personal.
- Full Text:
- Authors: Alli, Tasnim
- Date: 2011-12-06
- Subjects: Corporate culture
- Type: Mini-Dissertation
- Identifier: uj:1771 , http://hdl.handle.net/10210/4137
- Description: M.A. , In a busy office park in Rivonia, a small IT company goes about its daily business. The office of The Matrix is found on a quiet street, occupying one floor of a two story office block. The Matrix has 27 employees, and has been in business for eight years, much longer than what was expected from a small IT company. As the kettle boils and the keyboards click to the background noises of ringing telephones, business seems to come alive through the interactions of people known as employees once they enter the building. In The Matrix, the relationship between professional and personal spaces, and identities, are intertwined and negotiated within and through space and objects. Relationships between the employees were emphasised, as employees were encouraged to think of themselves as family to each other. These kinship bonds and relationships were created through rituals and played an important role when it came to the negotiation between the different ideologies that were at constant play within the company. These relationships and bonds were used to stabilise the switching between a hierarchal structure and an egalitarian culture, the business and information technological outlooks, as well as to serve as an anchor in the change from leadership to management. This duality of notions added to the company’s organisational culture, creating a unique pattern of events and processes that was specific to The Matrix. The organisational history and culture found itself being re-written due to the changes that occurred within management. The family started “dying” as a more corporate image was being sought after in an attempt to make more money. Personal issues amongst employees affected their work performances and output levels. As the two intertwined in this ethnography, Business appeared to be not just business. Personal lives not only entered the professional sphere but professional lives become personal.
- Full Text:
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